【正文】 。 重視文化建設(shè)精益 6S 強調(diào)的事實，以及基于數(shù)據(jù)的，與傳統(tǒng)的豐富經(jīng)驗相比，管理，其工作人員的要求更高，更嚴格。因此，精益 6S 的實施也從文化建設(shè)，使企業(yè)的每一個員工密不可分形成的做事習(xí)慣，自覺根據(jù)精益 6S 的方法來做事。 建立完善的管理基礎(chǔ)精益 6S 的企業(yè)整合，我們必須建立一個全面的管理基礎(chǔ)，特別是基本數(shù)據(jù)管理，而為了持續(xù)改進提供真實，可靠的數(shù)據(jù)，使企業(yè)在實施 正確的方向。 系統(tǒng)關(guān)注精益 6S 是制度的力量作為一個整體，而不是單個項目，精益 6S 的實施重點不僅在項目上，我們還必須考慮操作系統(tǒng)的全面改善，公司短期的財務(wù)業(yè)績應(yīng)該與公司的長期全面的戰(zhàn)略平衡考慮（陳， 2022,11,5456）。 過程管理為中心精益和 6S 管理的整合應(yīng)該以流程為中心，以擺脫該組織充當自身思維出發(fā)點的方式。這可以在整個價值流是一個值，這是一種浪費在確實找到，并且高效的管理（他，周某和高， 2022年， 1,1317）。 重點應(yīng)該是在這個企業(yè)簡單的復(fù)制，抄襲別人或機械結(jié)合精益 6S 的經(jīng)驗并不吉林化工學(xué)院本科畢業(yè)論文 成功。企業(yè)要立足自身特點，結(jié)合自身的特點，走上整合之路（王＆張某， 2022年， 1,5558）。 選擇合適的項目通常精益 6S 項目的實施需要幾個月的時間才能看到利潤。因此，在該選擇第一個項目，我們要注意成功的可能性和好處的證據(jù)。這將有助于提高項目團隊的信心和開展后續(xù)項目。此外，并不是所有的項目都需要精益 6S。其結(jié)果是好一些單獨使用的方法或 6S 管理方法。我們應(yīng)該把項目根據(jù)自己的需要對項目有所不同。 參與人為了成功實施企業(yè)整合，它必須有全體員工的支持。如果全體員工的支持和參與精益 6S 的整合，精益 6S 的整合 將有一個堅實的基礎(chǔ)。 結(jié)論 精益和 6S 管理的整合是必要的，精益和 6S 管理，如扳手和鉗子在一個工具箱。其結(jié)果將是最大的，如果兩個人都擁有使用精益 6S，企業(yè)能夠更貼近客戶，了解客戶的關(guān)鍵要求更好，專注于過程改進的主要方面更準確地提高質(zhì)量的底線。這將帶來更多的收益給企業(yè)。當然，實施精益 6S 過程是非常復(fù)雜的。這需要進一步的研究。我們應(yīng)該在摸索和不斷總結(jié)一下實踐。 參考文獻： [1] 袁婷婷． NIKE 公司的 5S 實踐研究【 D】．上海：復(fù)旦大學(xué)， 2022． [2] 胡啟凡． 5S 管理與現(xiàn)場改善 [M】．北京：中國水利水電出版社， 2022： 23． [3] 楊宏強． 5S 管理的概念、特點和實施 [J]．科技與管理， 2022， 13(3)： 45． [4] ROD G， RON F， KAORUICInplementing 5S with a Japanese Context： an integrated management system[J]． Management Decision， 2022(4)： 565— 579． [5] 苗雯． 5S 現(xiàn)場管理法應(yīng)用現(xiàn)狀及趨勢探討明．中外企業(yè)家， 2022(4)： 13—15． [6]王鷹 .（ 2022）。關(guān)鍵的問題在中國企業(yè)實施精益 6S 的過程。雜志科學(xué)與工程，1,5558天津大學(xué)。 [7]王利芬 .精益和 6S管理的整合。企業(yè)標準化， 11,1416。 黨博凱： 現(xiàn)場管理（ 5S/6S）在富士康應(yīng)用研究 Discussion on Integration of Lean Production and Six Sigma Management Abstract The paper introduces the emergence and development of Lean Production and Six Sigma management, pares and analyzes on Lean Production and Six Sigma management, it also analyzes the necessary and feasibility in integration of Lean Production and Six Sigma management, and points out the ways for integration of Lean Production and Six Sigma management: integration of anizational management, integration of implementing process, integration of process method, integration of using tool, Establishing conformable environment for Lean Six Sigma. Finally, the paper presents nine main parts that integrating Lean Production and Six Sigma management should be paid attention to. Keywords: Lean Production, Six Sigma management, Lean Six Sigma Lean Production and Six Sigma management are the two management methods of broad impact. The two methods have brought tremendous benefits to the enterprises which have successfully implemented the two methods. Lean Production and Six Sigma management cannot only be used alone, also be bined, each has its own advantages and disadvantages, and the two have plementary strengths. They are reinforced and linked mutually. If Lean Six Sigma can be integrally used, it will have a bigger effect. 吉林化工學(xué)院本科畢業(yè)論文 1. Introduction of Lean Production and Six Sigma management Production Lean Production originates in the Japanese Toyota Motor Corporation. It es from the study and further development of management of American Ford Motor Company. Its core idea is to remove all nonvalueadded activities of links of enterprises, to create value of production as much as possible with less manpower, less equipment, in a shorter time and venues, further to meet customer production or service requirement. It emphasizes on reducing wastage and nonvalue added chain to reduce cost. Lean is not only the most productive way of the of impact on human society, but is a symbol of the new era of industrialization. Six Sigma Management Six Sigma management was put forward in the mid1980s Motorola. Motorola summed it up by practice in order to be against the pressure on enterprise development and improve the quality standard. It is based on in order to improve the quality standard and total quality management theory and mathematical statistics on the total quality management theory and mathematical statistics. Its core idea is making all business work as a process, basing on data and facts. The use of quantitative methods in the flow of the factors affecting quality. Identify key factors to improve and continue to reduce volatility so that their ability to operate is the best and achieve customer’s satisfaction. It follows the process by streamlining processes, controls flow variations, eliminates variability of the quality products in the process, thereby saving costs. Followed MOTOROLA, GE, so many world